超级 联合利华创新管理

InnovationProcessManagement(IPM)LouiseTravers1Sothemainobjectivesofthis

trainingare...BriefhistoryandbackgroundofIPMLotusNotesExplainhowtouseIPMITTools(Inoplan)startingaprojectmanagingaprojectinInoplanviewingprojectsinInoplanPostLaunchEvaluationprocedureIPMsupport(network;Info&Feedback)ProjectManagement(JaneTurner)RiskManagement(MikeTrevethan,YalinXu)2TheUnileverIPM-TheGoal“Big,bold,consumer-relevantinnovations-rolledoutfast”3InnovationinUnileverHistoricallypoorlymanagedprocessnopriorityorfocusfragmentedunambitiousUnileverP&G4UECcommittocommonUnileverIPMOnJuly31st1997theUEC'unanimouslyandenthusiastically'committedtoadoptingasinglecommonIPMacrossthewholeofUnilever.Thiswillbecomeanormalwayofworkingforallofus.It'sessentialcomponentsareallUnileverCompanieswillestablishandgatekeepafunnelfunnelscontaininnovationprojectsofallkindsthefunnelscontainthesumofallUnileverinnovativeandbrandlaunch/relaunchactivitythefunnelsandthe8QActivityPlansareelectronicallylinkedasaresultauthorisedviewerscanaccessexcellentinformationoninnovationprojectsofrelevancetothemtransparent,globalprojectinformationwillflow.5Inoplan:CurrentStatistics176CompaniesusingInoplan7558projectsintheInoplansystemincluding

2213alreadybroughttomarketplusaround2390ideasinInnopad1450Brands-currently6Abitofhistory-

Whathashappened/willhappen

Business IT1997 Definitionof DevelopmentofDevelopment theIPMprocess theITtool1998 Training& EnablingITImplementation Projectscoding infrastructure1999 Digestionof Wider&moreInstitutionalisation discipline/embedding sophisticatedIT culture toolsMaximisationofBenefits(nowonwards)71. Thereareregular-preferablymonthly-GateMeetingsatwhichall strategicdecisionsoncompanyprojectsaremade.2. TheGateMeetingischairedbytheChairman/MD(orbyexceptionother BoardDirector)andallrelevantBoardDirectors/functionalheadsarein attendance.3. Thereisaformalprocessformonitoringrisk.4. Originalinnovationprojectswhichinvolvesubstantivecapitaland/or marketplaceinvestmentsmustbringSimulatedTestMarketevidenceto LaunchGate.5. INOPLANtobeinstalledinallUnileverCompanies.6. AllprojectstobeenteredintoINOPLANandmanagedviaINOPLAN.7.Newfor2000:InnovationRate-usingtheUnileverIPMdefinitionsisbeing applied&reportedquarterly(seetheUnileverIPM-InnovationRateManual)8. Newfor2000:ThekeylearningsfromALLprojects(whethersuccessfulor not)arebeingdocumentedandPLE(within12monthsoflaunchdate)are beingcompletedforallprojectsthataretakentomarket.TheIPMMandatories-forallOperatingCompanies8TheUnileverIPMAccreditationDependingontheimplementationstatus,eachcompanyfallsintooneofthefollowingstatus: (i)Accredited (ii)Gold (iii)GreyForfullerdefinitionsofeachrefertoIPMDocumentationunderInfo&FeedbackdatabaseIPMChampionresponsibilitytoapply-nominationforminI&FTogettheUnileverIPMaccreditation,notonlythesystemhastobeimplementedanduserstrained,butalsoIPMhastobeattheheartofthecompanyandbecomeanongoingprocessformanaginginnovation.ChinaBG UnileverTaiwan AccreditedUnileverChina(Foods) GoldUnileverChina(HPC) GoldUnileverChina(IceCream) GoldUnileverHongKong Gold9KEYSTATISTICS10IPMGLOBALSUMMARY11Inoplan&IPMITToolsetInnopad(HPCandFoods)chanceforfameandglory,yourwildideasfornewproductsTeamworkwheretherawdatagoesin(that’’syou)projectmanagementPortfoliocollectionsofprojects(CategoryorBusinessGroupaggregation)LearningsArchivesandGeneralArchivesToolbox(HPConly)storehouseofBrandsuccess(technical,marketing,packaging,claims)12StructureofInoplan13IPM:agameof2halvesManagingaProjectCreatingaProjectGatesDocumentsReportsManagingaportfolioofProjectsC/TmatrixFunnels8QAPResourcedemandNetworks14WhatisanInnovationProject?AnInnovationProjectisanyprojectinvolvingthelaunch,orothermaterialchangetoabrandinagivencountryand/ortheinnovativeendeavourleadinguptoit.ExamplesPond'sFoamingCleanserPersilTabletsDoveDeoCounterexamplesOn-goingcostsavingprogrammesPromotionalActivitiesAdministrativeProjects15Beforestartingaproject..BeforeStartinglookinToolbox(successfulprojects)lookinInnopad(electronicsuggestionbox)lookinInoplan(currentprojectsinfunnels)lookinGeneral/LearningsArchive(postmid-2000)forsimilarprojects16DEMO-Innopad17TostartinInoplanToStartaProjectauthorisedpersoncreatesandsuppliescertainproject‘codings’inideasphaseprojectleader/deputyprojectleaderteambuildsdraftcharterteamleader‘‘proposes’chartertogatekeeperrolloutorFastTrackprojectcanbecreatedfurtherdownfunnel18CodingaprojectintoaTeamwork..DefinitionsoffieldswithinProjectParameters19TheUnileverIPM-definitions1'Original'ProjectbrandinnovationbeingundertakenforthefirsttimeinUnilever'RollOut'ProjectaprojectinvolvingthelaunchofeitheranewbrandmixorproducthasbeenlaunchedorisalreadyintheprocessofbeingdevelopedbyanotherUnilevercompany20TheUnileverIPM-definitions2Aninnovationprojectisanyprojectinvolvingthelaunch,orothermaterialchangetoabrandinagivencountryand/ortheinnovationendeavourleadinguptoitincludingLaunch-anewbrandnamefortheconsumerinacountryRelaunch-amaterialchangetoanexistingbrandmixNewvariant-samebrand,sameproductformbutanewitemintherange.Lineextension-takesthebrandintoanewcategoryorsub-categoryNewproductformat-samesub-categoryinanewandmateriallydifferentformatNochangeproject-nomaterialchangetothebrandmixisintendedBrandmigration-aprojecttomergepartorallofthemixofonebrandwiththatofoneormoreotherbrands21ManagingaprojectinInoplan-1AProjectLeaderneedstobecorrectlydefinedinaXessorinordertogaineditaccessrightsinTeamworkie,beforetheycancreateaproject.AprojectiscreatedbyanauthorisedProjectLeader‘‘coding’’ittotheProjectParametersareaoftheTeamworkdatabase...ProjectLeaderisresponsibleforaddingTeamMembers/GuestMembers...IncomestheneedforPicklists-ProjectParametersarefedbythePicklistswhicharemaintainedbyIPMOperationsCentre.22PickListManagerTherearePicklistsfor:Category/Sub-CategoryCompanyBrandBusinessGroup/CategoryCurrencyGatekeeperPicklistsfeedTeamwork,aXessor,Innopadsoitisimperativetheyarekeptuptodate.23ManagingProjectsinInoplan-2ProjectLeaderResponsibilitiesOnceaprojecthasbeencodedintheProjectLeaderisresponsiblefor:leadingtheprojectandtheprojectteamproposingtheGatedocumentateachgateandmovingtheprojectthroughthefunnelamendingtheparameters(e.g.launchdate)asandwhennecessary.Gatedocumentsarecumulative.Forinstancean‘‘approved’Charterbecomesa‘‘draft’Contracttowhichfurtherinformationcanbesubsequentlyadded.IftheProjectchangesnaturesoradicallytorequireafundamentalrewrite,thenthissuggeststhattheprojectbeclosedandanewprojectbegun.24GatekeeperResponsibilitiesHaveaninputtothestrategyControlresourcesfortheprojectsHaveresponsibilitiesforcommunicatingprojectrequirementsHavetherightinformation/experiencetomakedecisionsThreefundamentaldecisions:KilltheprojectAskformoreinformation/clarificationApprovethemovetothenextphaseOnceapprovedtheprojectwillmoveintothenextstageofthefunnel(draftstatus).ManagingProjectsinInoplan-325FunnelStagesTheoriginatorprovidessomeconsumerevidenceofmeritandbusinessrelevanceTheconsumerinteresttechnicalandcommercialrobustnessarechecked.,Thebrandmixwillbedeveloped&sourcingarrangementsfinalisedFinetuneallmixelements,pipelinefilling&supportplanEvaluatemarketperformanceconsumerreactions..ProjectgoesintoToolbox26FunnelPhasesandGates

FeasibilityCapability

IdeasContractgateChartergateLaunchgateLaunchpreparationRolloutgatePostLaunchevaluation

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hRolloutContenderCharter:DraftProposedApprovedContract:DraftProposedApprovedLaunch:DraftProposedApprovedRollout:DraftRollout:DraftProposedRollout:Approved27DEMO-CreatingaprojectinTeamwork28INOPLANisasetofFOURdatabaseswhichareprovidedtosupportthemanagementofbrandinnovationinUnileverItisdesignedtohelpYOUtodoyourjob-reflectingwhatyoudoandhowyouactuallydoit!SavestimeandmoneybyreducingtheneedforphysicalmeetingsEasycommunicationbetweenaGatekeeperandprojectleadersTransparentOnlydoitonceEmailfacilityGateDocumentsarecumulativeEnablecross-functionalteamsBenefitsofworkinginTeamwork29ProjectLeaderseditingandupdatingteamdocuments,projectparametersandgatedocumentsforpresentationtogatekeepersTeamMemberskeepingdocumentationuptodateQualityin-Qualityout!Itisdowntoyou!Majorboardleveldecisionswillbemadeonthebasisofthisinformation!Inoplan:Whoneedstoinput?30ChecklistforProjectLeaders...31ProjectNamemustbeuniqueIndicatewhetherOriginalorRollout,ifrolloutthencreateprojectusingtheoriginalnameandaddcountryabbreviationtoindicaterolloutPositioningshouldbeasperglobalrecognizedlistingLaunchdatestatusmustbeupdatedastheprojectprogressesdownthefunnel.CompanypriorityisaninternalindicatorBusinessimpactisaglobalindicatorfortheprojectDefinitionofConsumeValuePerceptionandEnablingTechnologymustconformtotheUnileverdefinitionaspertheUnileverIPMTeamMemberManualICResourceAllocatedFrommustbeagreedwiththerelevantpartiesbeforeitisindicatedinheproject;andURLResourcesAllocatedmustbepartofCategoryResearchProgramme.TargetLaunchDatemustberelevantthroughthelifeoftheprojectFinancialfiguresmustbeinputtedinthedenominationsindicated.TeammembersandGuestmembersmustbeselectedfromtheUnileverNameandAddressbookandnottypedinasfreetext.RISKSCANNING(InitialandRiskQuickScanifneeded).PostLaunchEvaluationafter9-12monthsofthelaunch.ChecklistforProjectInput32-TryingoutTeamworkyourselfIPM-Live33PostLaunchEvaluation34FunnelStages-Recap.TheoriginatorprovidessomeconsumerevidenceofmeritandbusinessrelevanceTheconsumerinteresttechnicalandcommercialrobustnessarechecked.,Thebrandmixwillbedeveloped&sourcingarrangementsfinalisedFinetuneallmixelements,pipelinefilling&supportplanEvaluatemarketperformanceconsumerreactions..ProjectgoesintoToolbox35PostLaunchEvaluationDonotproposetheprojectbeforeatleastLEARNINGShavebeentypedin.361.Thefollowingtwonewsectionstothegatedocumenthavebeenadded:Section13:“TeamLearnings”tocaptureafewshortlearningsonallcompletedprojects:whethertheymakeitasfaraslaunchornot.Section14:“SummaryofPostLaunchEvaluation”fortheheadlinesontheperformanceofthelaunchedprojectinitslocalmarket.Thissectionistobecompletedwithin12monthsoflaunchandisapplicablebothforprojectsrecommendedasRolloutContenders,andforprojectsthathavebeenlesssuccessful(inordertocapturelearningsforthefuture).2.AseparatePostLaunchEvaluationForminTeamDocumentshasbeenaddedforamoreextensivedescriptionofthesame.3.Asecondarchivefacilitycalledthe““LearningsArchive”hasbeenadded.TherewillbeonearchiveforeachCategoryandonearchiveforeachBusinessGroup.ThesesummariesrequirenohumaninterventionandwillbeelectronicallyaggregatedfromtheProjectdocumentationtogivethekeyProjectdescriptionandlearnings.SharingtheKeyLearningsfromallprojects37ProjectsuccessfullypassestheLaunchGate(9-12monthsfromthelaunch):a)OriginalProjectsthatareverysuccessfulareproposedtoROLLOUTCONTENDERS.tobedone:-fillingPostLaunchEvaluationForm-offerLearningsinGateDocuments-brieflysummarisethePostLaunchEvaluationinGateDocuments.B)OriginalProjectsthatarelesssuccessful,arenotproposedasrolloutcontenders.tobedone:-fillingPostLaunchEvaluationForm-offerLearningsinGateDocuments-ARCHIVINGC)RolloutProjects,regardlessoftheirsuccess:-fillingPostLaunchEvaluationForm-offerLearningsinGateDocuments-ARCHIVINGFordetailspleasereferto:TheUnileverIPMProjectCompletionDiscipline&SharingtheLearnings.PostLaunchEvaluation38Learningsshouldbeaddedtoaprojectassoonastheprojectisterminated(whethersuccessfulornot),beforetheteamdisbands.Projectsthathavebeenarchivedwithlearnings:asummaryoftheprojectparameterswiththelearningsandthePostLaunchEvaluationform(iftheprojectlaunched)willgototheLearningsArchive.LearningsarchivesarearrangedbyBusinessGroupandbyCategory(liketheportfolio)eg.ChinaLearningsandDeodorantsLearnings.Projectswithoutlearnings(jectscreatedinerror)andafullcopyoftheprojectsthathavebeenarchivedwithlearningswillbesenttotheGeneralArchive(arrangedinthesamewayasTeamwork)egChina/Deo.Fordetailspleasereferto:TheUnileverIPMProjectCompletionDiscipline&SharingtheLearnings.Learnings&GeneralArchives39InnovationProcessManagementIPMIdeaGenerationCreativityConsumerCreativityInopadToolboxProjectPlanningProjectFacilitationMicrosoftProjectDraftProjectCharterInoplanTeamworkDefineBusinessStrategy(HAX)ProjectCompletionStopProjectLaunchProposeRoll-OutInoplanToolboxLearningsArchiveManagePortfolioofProjectsInoplanPortfolioGraphics(CTM,8QActivityPlan,Funnel,Resource)Keygo/nogodecisionsGatekeepingIdentifyGapsinCurrentPortfolio(CTM,8QActivityPlan,Funnel)ImplementandManageProjectInoplanTeamworkRiskManagementITTools40AccessManagement41TeamworkAccess-AnyoneUnileveremployeecanaccessaTeamworkBUTonlyseetheprojectstheyareworkingon.ThereisonedatabaseforeachBusinessGroup/Categorycombination(e.g.CAME/Laundry).Thisiswhereprojectsarecreatedandmanagedbyprojectteams.TherearethreeseparateaccesslevelswithinthisdatabaseProjectLeader-theusercancreateprojectsandpublishdocumentsintothePortfoliodatabase,TeamMember-theusercanreadandcreatedocumentsforaprojectGuestMember-theusercanreaddocumentsforaprojectIPMAccess-StandardAccess42IPMAccess-StandardAccess.PortfolioAccess-ByCategory(globalportfolio)-ByBusinessGroup:3levels:-entireBGPortfolio-categorywithinaBG-companywithintheBG43IPMAccess-StandardAccessToolboxTherewillbeonedatabaseforeachofthe17categories(currentlyonlyavailableforHPCandIceCreamcategories)withtwoaccesslevels:basicaccess-basicproductdescriptionfullaccess-fullmixdetails44IPMAccess-StandardAccessInnopadThereisonedatabaseeachforHPCandFoods.Therearetwoaccesslevelsforthisdatabase:user-usercancreatenewideasandviewpublishedideaspublisher-usercanpublishideas,fromtheircompany,totheUnileverworld.45TheAccessGuidePleaseseetheInoplanAccessandSecurityGuideformoredetails(availableinI&F,IPMDocuments)46IPMAccess-OutofStandardAccessOut-of-StandardREQUEST...InadditiontotheirStandardAccessRights,usersmayalsorequestadditionalOutofStandardAccess(i.e.accessprivilegeswhichfalloutsidetheabovepolicy)tootherPortfoliodatabasesand/oraccesslevels.TheserequestsaremadebytheCompanyIPMChampiontotherelevantAccessOwner(s).WhenapprovedbytheAccessOwner,theseareknownasOutofStandardAccessRights.47IPM:agameof2halvesManagingaProjectCreatingaProjectGatesDocumentsReportsManagingaportfolioofProjectsC/TmatrixFunnels8QAPResourcedemandNetworks48SeniorManagementtool-enablesinstantviewingofacategory/company/regionsinnovationportfolio-Unileverisforthefirsttimetransparent!-Strategicplanning-Go/nogodecisions-Resourceallocation-Trackingofprogresstowardsstrategicgoals-SharingrealtimeknowledgeInoplanPortfolio:Whoisitfor?49Demo-Portfolio50-FOURMAINTOOLS:-theFunnel-ConsumerTechnologyMatrix(CTM)-eight-quarteractivityplan(8QAP)-resourceallocationInoplanPortfolioGraphics:51KeyUnileverInnovationProcessSupportToolsAnIntegratedSetofToolsResourceDemandChart1/954/957/9510/951/964/9601,0002,0003,0004,0005,000FTE(hourspermonth)DevelopmentMarketingResearchSupplyChainCapacityNewCoreProductNewBenefitImprovementVariantNoChangeRadicalNextGenerationIncrementalBaseConsumerValuePerceptionEnablingTechnologyLowMediumHighBubblesizeindicatesResourceUtilisationIndiicatesURLSupportIndicatesnoURLSupportLocalCompanyProjectBreakthroughPlatformDerivativeBrandSupportTheConsumer/TechnologyMatrixThe8QuarterActivityPlan(8QAP)DoingtherightthingsTheInnovationFunnelInitialmarketingandtechnicalconceptsIdeaGenerationCharterContractLaunchProposalGatekeeperGatekeeperGatekeeperFeasibilityConceptrefinementandprototypecreationProductoptimisationCommercialisationProduction&DistributionCapabilityLaunchPreparationOnepagedescriptionofproposedprojectincludingobjective,rationaleanddevelopmentroutes.EarlyCommercialAssessment.Cross-functionaldevelopmentplanincludingprojectplanascontractbetweenteam&GatekeeperLaunchPlanincludingFinalCEPapproval.KEY=GATE=DOCUMENTLAUNCHGatekeeperRolloutGatePostLaunchEvaluationReviewperformanceTracksuccessof&keylearningsfromfirstmarketlaunchRolloutMarketextensionDoingthingsrightCanwedoitall?DoingthingsattherighttimeQ1/Y1Q2/Y1Q3/Y1Q4/Y1Q1/Y2Q2/Y2Q3/Y2Q4/Y2ria52Funnel-doingthingsright.IdeasFeasibilityCapabilityLaunchPreparationRoll-outProject1Project2LAUNCHPost-LaunchEvaluationCharterGateContractGateLaunchGateRolloutGate53ThesevendifferentwaysinwhichaProjectmaybecompletedandthenarchivedLaunchGateSuccessofanOriginalProjectSuccessofaRolloutProjectFailureWithin12monthsEvaluateRolloutContenderGateProposeApprovedApprovedApprovedIdeasPhaseFeasibilityPhaseCapabilityPhaseLaunchPrepPhasePostLaunchEvaluationPhaseRolloutPhaseE:MailalerttoToolboxOwnersApprovedLearningsArchiveLaunchContractGateCharterGateGeneralArchiveAfter2yearsautomaticallyarchivedRejectedRejectedRejectedRejectedDocument&Archive54WhyFunnels?Formalisedprojectmanagementprocessallowsprojectstobedefined,trackedandrevieweddiscipline!!Mutated/evolvedtoUnileverneedsInvolvesseniormanagementatanearlystage55Startwithmore,endwithlessInnovationisadifficultroadIdeasFeasibilityCapabilityRoll-outLAUNCHLaunchPreparation20%40%70%95%Probabilityofsuccess56IdeasphaseandChartersDraftcharterRefineconceptfrominitialconsumerevidenceAssessstrategicfitAssessfitwithbrandarchitectureAssessbusinessopportunityCommunicateideaExplorepossibletechnologyroutesDrawupresourceplanforFeasibilityFinalisetheCharterIdeahasconsumermeritIdeaisrelevanttobusinessstrategyThereissomeindicationofhowitmightbedoneThereareresourcestoexploreit’sfeasibilityTasksCriteriatopassGate57FeasibilityphaseandContractsRefineandtestconceptsConfirmbranding(ifapplicable)DemonstratepracticabletechnologyCreateandrefineprototypesBeginproduct/processdevelopmentBeginpackagingdevelopmentanddesignBeginadvertisingdevelopmentInitialdevelopmentofproductmixforquantitativetestAssessmanufacturing,supplychainandcapitalissuesDrawupresourceplanfortheCapabilityPreparetheContractGatekeeperisconfidentthattheproposedinnovationisworthwhileItcanberealisedtoadegreeofconfidencethatjustifiestheallocationofmaterialcompanyresourcesand/orcapitalinordertobringittomarketTasksCriteriatopassGate58CapabilityphaseandLaunchProposalCompleteproduct,processandpackagingdevelopmentincludingProventechnologyroutePatentprotectionClaimsubstantiationRefineallkeymixelementsandtestfinalmixRefinecommercialassessmentInstallproductioncapabilityEvaluatefinalmixtestresultsandbuilddemandforecastPlanlaunchsupportmaterialPrepareLaunchProposalThebrandmixiscompleteinallessentials,itisrobustandisreadyforlaunch.TasksCriteriatopassGate59Launch/Post-LaunchEvaluationandRoll-outFinetunetheadvertisingmixFinetuneproductionanddocumentfinalspecificationsProducelaunchstockImplementlaunchsupportplanReviewbusinessperformanceinlaunchmarket(s)AssesskeylearningandfindingsoftheprojectteamPrepareRollOutproposalProjectteamdisbandsThereissufficientlyrobustevidenceofsuccessinthemarketplacetodeclaretheprojectacontenderforRollOutTasksCriteriatopassGatePre-launchLAUNCH!!Post-launch60C/TMatrixTheCTMisusedto:DescribethestrategicsignificanceofindividucalprojectsProvidesaperspectiveviewonentireinnovationportfolioThecharacteristicdimensionsforprojectpositioningare:EnablingTechnologoyConsumerValuePerception61ConsumerTechnologymatrix-doingtherightthingsConsumerValuePerceptionEnablingTechnologyBaseIncrementalRadicalNextgenerationNewCoreProductNewBenefitImprovementVariantNoChangeResource:HighMediumLowBrandsupportDerivativePlatformBreakthrough62C/Tmatrix-technologyRadicalfirstimplementationoftechnologythatsetsanewcategoryperformancebenchmarkNextGenerationSignificantinnovationleadingtomajorenhancementinproductperformanceandclaimstrengthIncrementalImprovementincurrenttechnology